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研究生:李泊諺
研究生(外文):Po-Yen Lee
論文名稱:國際策略聯盟高階管理之動態學習機制驅動因子與動態競爭力研究
論文名稱(外文):Empirical investigation on the drivers of dynamic learning mechanism and dynamic capabilities in high-level management of international strategic alliances
指導教授:陳弘信陳弘信引用關係
學位類別:博士
校院名稱:元智大學
系所名稱:管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:97
語文別:英文
論文頁數:175
中文關鍵詞:動態能力動態學習機制聯盟競爭力
外文關鍵詞:dynamic capabilitiesdynamic learning mechanismalliancecompetitiveness
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動態能力的研究始終是企業組織競爭能力研究中最重要的部份,企業不可替代的競爭優勢主要是來自企業組織內部所動態演化的能力,唯有透過企業組織內部動態學習機制的建立及動態驅動因子的驅動下,才能培養出其他企業所無法複製的競爭能力。高階動態能力的創造與開發,對一個企業組織經營問的題解決及策略競爭優勢的創造,總是扮演關鍵性的角色,面對動態環境的變化,核心問題的解決就不是依靠既有的組織規範(routines)、重複性的運作系統(repetition)可以解決,而是依靠高階管理的策略創新能力才能夠引導賽局的變化;然而要引導競爭,首當要務就是組織的學習系統必須是一個動態的學習機制,且在動態驅動因子的驅動下,讓組織的學習系統呈現出動態運作的情況,因為動態運作才能累積變化的知識及經驗,而所培養出的競爭能力才足以因應競爭市場激烈的變動。

本研究以策略聯盟的組織為研究背景,因為策略聯盟的組織,不論在組織的運作或內外資源的整合上,是所有組織結構中變化最為激烈、動態程度最高的一種,所以希望透過此一實證研究,能充分理解應如何透過動態學習機制的驅動因子去創造企業動態競爭能力。本研究從動態學習機制角度切入,對企業動態競爭力發展的機制做深入實證研究,研究結果認為學習意圖是動態學習機制的重要前導驅動因子,且動態能力的發展必然是一種鑲嵌(embedded)的學習過程。研究也發現管理者整合力量、外部連結、經驗文字記錄、模糊性等動態學習驅動因子對聯盟組織動態競爭力的發展有正向影響關係。
Research on dynamic capabilities is important in determining firm’s ability to operate in a rapidly changing environment. Drivers of dynamic learning mechanism play a decisive role in dynamic capability evolution in the process of organization that is previous traditional RBV misidentifies the locus. This research focuses on implicative studies between drivers of dynamic learning mechanism and high-level management capabilities in strategic alliances, we hope this approach can define drivers of dynamic learning mechanism for operation and create dynamic competitive capabilities in high-level management. Hopefully this research can make up for the gap in the literature and the vagueness of previous research on RBV, thus complementing past tautological questions on RBV.

Using an empirical methodology and a sample of 363 strategic alliances in Taiwanese industries, the empirical result suggests that learning intent and learning embedded positively influence drivers of dynamic learning mechanism (DLM) (e.g., manager integration power, external linkages, codification of experience, and ambiguity) to positively affect dynamic competitive capabilities (DCC) development in the high-level management of strategic alliances. Our findings identify the important roles that manager integration power, external linkages, codification of experience, and ambiguity play in DCC development. The results of this investigation show that DCC exist in special learning routines, with DCC production being based on an organization’s DLM. This research can begin to fill in the theoretical gaps in the literature concerning DCC development via a DLM, offering a clear theoretical model.
Contents

Title -------------------------------------------------------------------------------i
Letter of certificated --------------------------------------------------------------------ii
Letter of authorized --------------------------------------------------------------------iii
Chinese abstract -------------------------------------------------------------------------iv
English abstract -------------------------------------------------------------------------vi
Acknowledgements -------------------------------------------------------------------viii
Contents ----------------------------------------------------------------------------------ix
List of tables ---------------------------------------------------------------------------xiii
List of figures --------------------------------------------------------------------------xiv
Chapter 1 introduction ----------------------------------------------------------------1
1.1 Research introduction --------------------------------------------------------------2
1.2 Organization of the thesis ---------------------------------------------------------5
1.3 Conclusion --------------------------------------------------------------------------8
Chapter 2 literature review ----------------------------------------------------------9
2.1 Research background -------------------------------------------------------------10
2.1.1 Motives ------------------------------------------------------------------------12
2.1.2 Management issues ----------------------------------------------------------15
2.2 Dynamic capabilities are based on distinctive routines and specific processes -----------------------------------18
2.3 Dynamic capabilities are a dynamic learning mechanism-21
2.4 Alliance enhance the development of dynamic capabilities in organizational process -------------------23
2.4.1 Learning intent determines alliance learning -----25
2.4.2 The drivers of dynamic learning mechanism and alliance organization competitive capabilities -----------28
2.4.3 An overview of directions in dynamic capabilities development ----------------------------------------------30
2.4.4 Integration power of managers ---------------------------------------------33
2.4.5 External linkages -------------------------------------------------------------35
2.4.6 Previous experience ----------------------------------------------------------36
2.4.7 Repeated practice ------------------------------------------------------------38
2.4.8 Codification of experience --------------------------------------------------39
2.4.9 Ambiguity ---------------------------------------------------------------------40
2.4.10 Theoretical framework -----------------------------------------------------41
2.5 Research problems and research objectives -----------------------------------43
2.5.1 Research problems -----------------------------------------------------------44
2.5.2 Objectives of the research ---------------------------------------------------46
2.6 Conclusion -------------------------------------------------------------------------48
Chapter 3 Research framework and hypotheses -------------------------------49
3.1 Form research problems to research propositions -----------------------------50
3.1.1 Learning intent and learning embedded -----------------------------------51
3.1.2 Integration power of manager ----------------------------------------------53
3.1.3 External linkages -------------------------------------------------------------54
3.1.4 Previous experience ----------------------------------------------------------55
3.1.5 Repeated practice ------------------------------------------------------------56
3.1.6 Codification of experience --------------------------------------------------57
3.1.7 Ambiguity ---------------------------------------------------------------------58
3.2 Research framework --------------------------------------------------------------59
3.2.1 The structure of theory ------------------------------------------------------60
3.2.2 The framework ---------------------------------------------------------------64
3.3 The hypotheses --------------------------------------------------------------------68
3.4 Conclusion -------------------------------------------------------------------------74
Chapter 4 Research methodology -----------------------------------------------75
4.1 The research design ---------------------------------------------------------------77
4.1.1 Purpose of the study ---------------------------------------------------------78
4.1.2 Types of investigation -------------------------------------------------------79
4.1.3 Study setting ------------------------------------------------------------------80
4.1.4 The unit of analysis ----------------------------------------------------------81
4.1.5 Time horizon ------------------------------------------------------------------82
4.2 The measurements -----------------------------------------------------------------83
4.2.1 Learning intent ---------------------------------------------------------------84
4.2.2 Learning embedded ----------------------------------------------------------86
4.2.3 Integration power of managers ---------------------------------------------88
4.2.4 External linkages -------------------------------------------------------------90
4.2.5 Previous experience --------------------------------------------------------92
4.2.6 Repeated practice -----------------------------------------------------------94
4.2.7 Codification of experience ------------------------------------------------96
4.2.8 Ambiguity --------------------------------------------------------------------98
4.2.9 Competitive capabilities of alliances -------------------------------------100
4.2.10 The summary of measurement scales ----------------------------------103
4.3 Structural equation modeling ---------------------------------------------------106
4.3.1 Path diagram construction -------------------------------------------------108
4.3.2 Model specification --------------------------------------------------------111
4.3.3 Model identification --------------------------------------------------------112
4.4 Sampling design ------------------------------------------------------------------113
4.4.1 Sampling selection ---------------------------------------------------------114
4.4.2 Sample size ------------------------------------------------------------------116
4.4.3 Sample frame ----------------------------------------------------------------118
4.5 Data collection -------------------------------------------------------------------120
4.5.1 Questionnaire construction ------------------------------------------------121
4.5.2 Translation -------------------------------------------------------------------124
Chapter 5 Data analysis and hypotheses testing ------------------------------126
5.1 Data analysis ----------------------------------------------------------------------127
5.1.1 Sample structure ------------------------------------------------------------129
5.1.2 Multivariate normality -----------------------------------------------------132
5.1.3 Goodness of measure -------------------------------------------------------134
5.1.4 Assessment of model fit ---------------------------------------------------146
5.2 Hypotheses testing ---------------------------------------------------------------147
Chapter 6 Conclusion and managerial implications -------------------------150
6.1 Final model and main managerial implications ------------------------------151
6.2 Limitations and future research ------------------------------------------------156
Reference -----------------------------------------------------------------------------158
Appendix------------------------------------------------------------------------------169
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